Defence team

On this page

• Description
• Quality of life impacts
• Results and targets
• Plans to achieve results
• Key risks
• Snapshot of planned resources in 2024-25
• Related government priorities
• Program inventory

Description

Recruit, develop and support an agile and diverse Defence Team within a healthy workplace free from harmful behaviour; support military families; and meet the needs of all retiring military personnel, including the ill and injured. Strengthen Canadian communities by investing in youth.

Quality of life impacts

This core responsibility contributes to the "Good Governance" domain of the Quality of Life Framework for Canada and, more specifically, "Democracy and Institutions," through all of the activities mentioned in the core responsibility description.

For more information, please refer to the Quality of Life Hub and the Quality of Life Framework for Canada.

Results and targets

The following tables show, for each departmental result related to Defence Team, the indicators, the results from the three most recently reported fiscal years, the targets and target dates approved in 2024–25.

The financial, human resources and performance information for the DND/CAF program inventory is available on GC InfoBase.

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Plans to achieve results

Canadian Armed Forces is growing towards its end state of 101,500 personnel

As part of Defence reconstitution efforts, the department will focus its efforts on attraction, recruiting, and retention activities to ensure the long-term viability and readiness of Defence. To meet recruiting objectives, the following will be conducted in FY 2024-25:

• Start the modernization of the recruiting process into an agile, digital applicant-centric system that will simplify, streamline, and significantly shorten the application process;
• Carrying out CAF recruitment advertising, marketing, and attractions activities, consisting of a multi-pronged approach, targeting potential applicants and influencers to increase awareness and attract Canadians to a career in Defence;
• Design, track and enhance the collection of performance metrics to better understand the return on investment of recruiting campaigns;
• Maximize the output of training at the Canadian Forces Leadership and Recruit School, both at the primary location in Saint-Jean-Sur-Richelieu, QC and at the newly established detachment at Canadian Forces Base (CFB) Borden, ON;
• Augment Canadian Forces Recruiting Group's customer service and identify priority applicant files for expedited processing;
• Develop and execute a robust and targeted plan of recruiting and attraction engagements to promote career opportunities in the RCAF and increase the applicant pool in the Defence recruiting enterprise;
• Capitalize on the RCAF's Centennial to promote the RCAF's legacy and to stimulate pride in service and interest in careers with the RCAF; and
• Take a personalized, early, and hands-on approach to recruiting and retention, as part of Defence reconstitution efforts which include:
  • Evolve the culture as an operationally effective, inclusive, and respectful organization that will attract and retain talent;
  • Further the implementation of the Naval Experience Program; and
  • Streamline training by recognizing civilian qualifications to increase throughput for technical and career courses.

Additional attraction, recruitment and retention activities of note are as follows:

• Canadian Army Reserve Recruitment Efforts: To engage with Canadians, Defence is supporting the Canadian Armed Forces recruitment advertising campaign by leveraging the Army Reserve community-based footprint. Attraction activities will focus on awareness of the Canadian Army and Defence through a significant increase in coordinated events at local armouries, youth sporting events and through affiliated cadet organizations. Defence will also expand the recruiting trial to the national level to incorporate a realistic job preview early into the recruiting process with an aim of better preparing applicants for success during basic and occupational training; and
• In FY 2024-25, the Canadian Army will continue its efforts to improve attraction and retention of Canadian Rangers by addressing known issues through the Canadian Rangers Enhancement, realigning the structure based on requirements and the host community potential for growth, and through focused efforts in specific communities. Canadian Rangers established strength is set at 6,821 positions. On average, the Canadian Rangers strength remains around 5,100 effective strength. Target values for Canadian Ranger strength in FY 2024-25 is 5,680; and, to increase retention within the organization, Defence will create a component transfer cell that will enable streamlined transfers between the P Res to the Regular Force. This cell will facilitate the administrative process for Canadian Army-managed occupations. Regular Force occupational management will also provide more flexibility to members wishing to change trades by increasing the yearly maximum numbers that can transfer from one occupation to another within Defence.

The health and well-being of the Defence team is well supported

Defence continues to promote access to services and support to public service employees and their managers in addressing and reporting illness, injury and impairment. DND will continue to review the framework, services and programs that support employee well-being.

Through the provision of health care, advice, and services to support to CAF personnel, the following initiatives will support future military operations and increase the efficiency and effectiveness of CAF health care delivery by:

• Create an environment where CAF Health Services personnel feel valued and experience meaningful opportunities for recognition, contribution, and growth by expanding health leadership development opportunities through initiatives focused on specific and relevant skills or competencies (micro-credentials);
• Optimize employment of CAF health care providers within their full scope of practice and integrate the Health Service Reserve to improve utilization of clinical resources;
• Enhancing engagement for patients, their families and the Chain of Command by implementing the Patient-Partnered Care Framework into health and wellness initiatives across the CAF;
• Establish and expand the new Directorate of Women and Diversity Health by researching and developing health program revisions/expansions to meet the specific needs of women and other diverse groups;
• Revise and update Defence Occupational Fitness assessment and screening standards and processes including Medical Standards (CFP 154), DAOD 5023-0 Universality of Service, DAOD 5009-1 Personnel Readiness Verification Screening, periodic health assessments, and medical examinations on release from Defence;
• Leverage Operational Sustainment Modernization Strategy (OSM) to advance capabilities by prioritizing the top three operational capability gaps, including surgical care, advanced pre-hospital care (damage control surgery & damage control resuscitation) and medical logistics (blood program);
• Declare full operational capability of the Canadian Armed Forces Transition Group in FY 2024-25, with a risk management plan for Reserve transition services;
• Develope a Reserve transition support policy to provide expanded services to all ill or injured CAF members by continuing the implementation of the Pathway to Reintegration, with specific focus on retention pathways where applicable;
• Develop a more robust program to help preserve the limited SAR resources. The overall goal of Road to Mental Readiness training is to improve short-term performance and well-being, while mitigating any negative, long-term mental health problems for SAR personnel and their families; and
• Support the expansion of the Military Transition Engagement and Partnerships to leverage external supports for transitioning members and their families in the domains of well-being by region.

The Department will also support employee well-being, while addressing workplace dissatisfiers, and fostering a safe and inclusive workplace by:

• Deliver the Respect in the CAF one-day workshop on bases and wings;
• Expand the scope of Respect in the CAF to cover other aspects of a safe and inclusive workplace beyond sexual misconduct and evolve workshop delivery to online platforms;
• Continue the use of evidence-based assessments of character and multi-rater assessments including 360-degree evaluations within the General Officer and Flag Officer cadre. These processes will be expanded to other leadership ranks;
• Implement the CAF Sports Strategy and institute annual reporting; align collective efforts in optimizing sport's contribution to mental, social, and physical wellness within the CAF.
• Expand the CAF physical fitness programs to become more responsive to women and gender-diverse military personnel.
• Implement a Prenatal and Postpartum Program across all bases and wings; and
• Pilot a support program for gender-specific development stages including aging and menopause.

The Sexual Misconduct Support and Resource Centre (SMSRC) endeavors to provide programs and services to support the health and well-being of Defence Team members and their families who have been directly or indirectly affected by sexual misconduct. Some key highlights for FY 2024-25 include:

• Identify and address gaps in programs and services;
• Develop the comprehensive model for the delivery of Military Sexual Trauma Peer Support programs;
• Develop a long-term model for the Independent Legal Advice program;
• Conduct research designed to aid leadership in assessing, intervening, and preventing sexual misconduct; and
• Continue to deliver the Restorative Engagement Program, which provides class members of the CAF-DND Sexual Misconduct Class Action Settlement with an opportunity to share their experiences of sexual misconduct with Defence representatives. Recent program learnings are contributing to the development of program enhancements which will ensure its delivery remains aligned with class member needs.

Additional information about SMSRC programs and initiatives can be found on the Sexual Misconduct Support and Resource Centre website.

In response to recommendations from the Independent External Comprehensive Review (IECR), the Third Independent Review of the National Defence Act, and informed by the External Review into Sexual Misconduct and Sexual Harassment in the Canadian Armed Forces, DND/CAF will undertake the review of the complaint processes including technology and data applications, as well as service delivery to improve and transform experiences for all Defence Team members while enabling senior DND/CAF decision makers to effect systemic change. The department will improve the complaints process through the following initiatives:

Grievance Modernization:

• Develop a comprehensive complaints process for all Defence Team members across all major complaint and grievance processes (e.g., sexual misconduct, harassment, hateful conduct, grievances), beginning with initial consideration by an individual to submit a complaint through final resolution;
• Increase focus on leadership engagement for early resolution of issues and complaints by promoting a climate where members feel acknowledged and supported, with an increased focus on healthy workplaces and restoration of relationships;
• Enhance the transparency and simplicity of the complaints process;
• Increase timeliness of complaints resolution, while enhancing consistency and fairness; and
• Promote greater awareness of the complaints process and the resources available.

Systems Improvement:

• Launch a digital complaints solution that will consolidate data assets and information technology systems used across DND/CAF to capture and manage misconduct-related files in accordance with the Access to Information Act and Privacy Act and information security provisions. This human-centric solution will allow for improved experiences and outcomes while also providing leadership visibility on performance metrics to better support data-driven decision making. The solution will roll-out in phases throughout FY 2024-25 supported by Conflict and Complaint Management Services agents.

Service Delivery Review:

• Foster leadership development and promoting behaviours that will facilitate an inclusive environment within the Defence Team by providing individual and team coaching services.
• Expand restorative services to provide increased support and innovative ways to acknowledge and restore individual relationships (where possible), strengthen teams, rebuild trust, and promote long-lasting institutional change. In turn, this will help to develop more sustainable, comprehensive support services across the Defence Team to help create a psychologically safer workplace by aligning, informing, unifying, and guiding the Department's culture evolution to ensure individual attitudes reflect institutional values and ethics. Through the Workplace Harassment and Violence Prevention Centre of Expertise, the Defence Team will continue to promote awareness and provide training regarding the prevention of harassment and violence through its three lines of intervention:
  • Prevent: Mandatory workplace assessments within DND/CAF;
  • Respond: Mitigate risk of further harming principal parties, through the Designated Recipient Advisors' Unit training and awareness discussions with partners about how to support principal parties in cases of discrimination; and
  • Resolve: A collaborative approach between the principal party and the employer allowing for open discussion and identifying solutions to reduce risks of discrimination within the workplace and help the principal party feel safe.

The Harassment and Violence in the Workplace Matrix provides examples of inappropriate behaviours. In alignment with the Declaration of Victim's Rights and in a trauma-informed manner, the Defence Team will deliver the Victim's Liaison Officer program to assist victims with their rights to information, participation, protection, and restitution. While continuing to deliver, monitor, and evaluate the Victim's Liaison Officer program, DND/CAF will conduct a review of the Interim Victim's Liaison Officer Policy to inform the development of the final policy.

The Defence Team has developed a Comprehensive Implementation Plan that will set the work plan for the next 5 years, including timelines related to memoranda to Cabinet and the introduction of legislation.

The Comprehensive Implementation Plan will address calls from the External Monitor, and others, for a plan demonstrating how efforts will proceed year to year, while harmonizing the efforts required for permanent change and addressing the need to communicate broadly about accomplishments. The Comprehensive Implementation Plan will focus on addressing 192 recommendations across 4 reports:

• Third Independent Review of the National Defence Act (Fish Report - IR3);
• The Independent External Comprehensive Review (Arbour Report - IECR);
• Minister's Advisory Panel on Systemic Racism and Discrimination Final Report; and
• National Apology Advisory Committee Report.

In addition, DND/CAF has been conducting analysis of potential additional measures that would have significant, comprehensive, and far-reaching effects on culture – going beyond the implementation of the recommendations.

The Defence Team will progress the prioritization of efforts towards the creation of a safe, supportive, and barrier free working environment that reflects the values and diversity of Canadian society through the following activities:

• Launch of the Anti-Racism strategy implementation framework and the Anti-Racism Policy, to reduce and/or mitigate harm caused by racism and discrimination;
• Strengthen and empower Defence Advisory Groups to seek advice and leverage insights of lived experience by members of equity deserving groups;
• Implement the commitments outlined in the Department of National Defence Accessibility Plan and continue to proactively identify and remove barriers for persons with disabilities under the seven priority areas of employment, built environment, design and delivery of programs and services, information and communication technologies, communication, procurement of goods, services and facilities and transportation; and
• Implement the Defence Team Culture Evolution Strategy to align, inform, and coordinate Defence Team culture efforts through consultations with survivors; taking action to transform the culture of Defence, rebuilding trust and build a healthy, safe, and inclusive workplace, free from harassment, discrimination, and violence.

Defence will monitor and evaluate policy and program changes adopted in response to external review recommendations, ensuring they have the intended effect of creating a safe and healthy workplace for Defence Team members.

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The Defence team reflects the values and diversity of Canadian society

In FY 2024-25, the department will establish a new Employment Equity, Diversity and Inclusion Plan for public service employees that will focus on ensuring the Employment Equity Act and Treasury Board Directive on Employment Equity, Diversity and Inclusion are realized.

In FY 2024-25, Defence will implement the following initiatives in the areas of recruitment and hiring of non-Executive positions:

• Review hiring processes at all levels with focused efforts on targeted recruitment of equity-seeking groups;
• Pilot candidate assessment formats aimed to increase success rates of applicants from equity-seeking groups;
• Promote inclusive hiring practices by supporting hiring managers with planning to remove arbitrary barriers related to mobility, location and education;
• Use employment equity statistics to support key decision points in the hiring process;
• Refresh and expand the use of diverse selection board members in all recruitment phases;
• Conduct outreach activities including attending career fairs and events, focused on equity-seeking groups;
• Work toward bringing women's representation in the CAF to 25.1% by 2026 through recruitment and retention strategies specifically targeting occupations where women are underrepresented. These specific strategies will include targeted marketing and attractions activities, women-focused awareness events, and priority processing for women applicants; and
• Seek opportunities to further the Women Peace and Security agenda in concert with Global Affairs Canada.

To foster inclusive leadership, Defence will:

• Ensure that all Executive-level assessment boards are fully diverse, and further discuss and educate hiring managers on the government's responsibility to ensure inclusive and representative hiring practices for all;
• Host Executive engagement events focused on diversity and inclusion priorities;
• Develop diverse talent through the Executive Development Program, specifically for those from equity-seeking groups; and
• Develop and implement an Executive Sponsorship program.

Defence is modernizing training and education related to professional conduct, aimed at the prevention of all forms of misconduct. Focus will be on aligning and improving the development of conduct and culture tools that:

• Encompass Defence Team stakeholders;
• Enhance departmental conduct and culture through monitoring and oversight, advancing the conduct and culture awareness program, and enhancing professional development tools for the Defence Team;
• Develop the delivery of conduct and culture products including professional conduct scenarios;
• Expand conduct and culture subject matter expert operational reach across the Defence Team in collaboration with key stakeholders;
• Develop an Instructor Professional Growth Program to reinforce cultural change and lead to an inclusive, diverse, respectful, safe, and team-based work environment; and
• Support culture evolution through continued implementation and sustainment of Unit Culture Advisory Teams and the Command Culture Advisory Board which will help identify systemic issues and propose solutions as an adjunct to other initiatives undertaken by DND/CAF.

The Department will continue to support the Defence Ethics Program, which provides advice, training, awareness, outreach, organizational risk assessment, policy development, and stakeholder engagement on matters related to ethical principles and values represented in the DND/CAF Code of Values and Ethics.

Military families are supported and resilient

Defence designs, delivers, and evaluates essential wellness offerings to CAF members and their families, including a broad variety of in-person and virtual services, promoted through cfmws.ca and referrals to partner websites addressing members' mental, physical, familial, social, and financial wellness. This includes services around health and wellness, employment services, personal development, second language training, parental support, children and youth services, family violence prevention and access to health care. Initatives include:

• Develop a childcare solution for CAF that supports operational readiness, attraction and retention, and women's employment and careers by addressing the unique care requirements of military families;
• Expand the Military Spousal Employment Network to 100 employers by 31 March 2025. This network consists of national employers who look to recruit and retain military spouses in their respective organizations from the approximately 5,000 military families who are required to relocate each year to a new community;
• Expand the Military Spouse Employment Initiative by focusing on candidate support and promotion; and
• Continue outreach efforts with federal, provincial and territorial representatives as well as subject matter experts within DND/CAF to better understand, identify, and address relocation barriers as part of Seamless Canada, which aims to help alleviate barriers unique to CAF members and their families.

Defence will continue to conduct the National Sentry Program (NSP) from 9 April to 10 November annually until 2027. The NSP pays homage to fallen comrades, increases Canadians' knowledge of their history and heritage.

Through Operation DISTINCTION, the CAF will pay meaningful tribute to the sacrifices of soldiers, sailors and aviators made in earlier operations through this commemorative program such as:

• Conduct events in Canada and France to recognize the 80th anniversary of D-Day;
• Repatriate the remains of an unknown Newfoundland and Labrador soldier from the battle fields of Northern France to NL.;
• Conduct a vigil to honor this soldier at the provincial legislature and conduct the burial of this soldier in the newly constructed tomb of the unknown soldier in St. John's, NL.; and
• Commemorate the 80th anniversary of the Italian campaign in Italy and Canada, and the 60th anniversary of peacekeeping in Cyprus.

Defence will progress the implementation of the Optimizing Performance, Force and Family (OPF2) program which also aims to support the needs of CAF families through dedicated Military Family Services. In FY 2024-25, the program will focus on three lines of effort in meeting the unique needs of CAF families: mental health resilience; deployment support; and community integration.

Youth in Canada are provided with experience and opportunities that enable a successful transition to adulthood

Defence continues to refresh and optimize the Cadet and Junior Canadian Ranger Programs and the cadet experience for today's Canadian youth by implementing re-scoped programming better aligned with resources. The department is focused on controlled growth with an increasingly diverse membership and expanded reach into Canadian communities. This will provide the opportunity to reinforce the fundamental program aimed at developing in youth the attributes of good citizenship and leadership, promoting physical fitness, and stimulating the interest of youth in the sea, land, and air activities of Defence.

In FY 2024-25, the department will finalize the implementation of the Management Action Plan in response to the Evaluation of the Cadets and Junior Canadian Rangers (Youth Program) conducted in 2020 which includes:

• Improve program support and ensure that sufficient resources, capacity and expertise are in place to achieve objectives;
• Improve program management and oversight by reviewing and finalizing policies, guidance and directives;
• Review program scope to ensure consistency between resources, expected outcomes, and business planning;
• Improve communication strategies by promoting and increasing knowledge and awareness of DND's youth programs; and
• Implement a performance measurement strategy to define and measure outcomes to support evidence-based decision making.

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Key risks

Several risks can affect the department's ability to achieve its Departmental Results, including:

Defence Team Conduct – There is a risk that failure to address misconduct, adopt an inclusive culture and provide a psychologically safe environment for current and future team members, will negatively impact operational readiness and effectiveness as well as public trust in the institution.

The risk above can affect the department's ability to achieve the Departmental Results of the Defence Team core responsibility.

As the Defence Departmental Results Framework reflects a chain of delivery from conceiving of the required armed forces, to developing them and then executing operations, the activities to mitigate the risks to the Defence Team core responsibility can also be found in other core responsibilities which deliver building blocks that enable the results of the Defence Team.

Snapshot of planned resources in 2024–25

• Planned spending: $4,212,785,688
• Planned full-time resources: 20,902

Related government priorities

Gender-based analysis plus

In 2024-25, Defence will progress towards building a stronger and more inclusive work environment. Some key initiatives include:

• The implementation of the GBA Plus Enterprise Approach, a department-level strategic framework to foster the institutionalization of GBA Plus. The Enterprise Approach is annexed to the Defence Team's Culture Evolution Strategy which was launched in October 2023 and provides a comprehensive approach to evolving Defence Team culture across all levels, ensuring alignment, integration and co-ordination of efforts;
• The Canadian Army is identifying the resources and the training needed to establish a strong GBA Plus network that will further support the development of a diverse and inclusive force. GBA Plus, as an analytical tool, will continue to be used early and often throughout the development and/or review of all initiatives both to understand individual beneficiary needs, and to ensure that the design of new policies, programs, operations, and initiatives are responsive to and informed by intersectional considerations;
• On the civilian side, DND will integrate a gender and intersectionality lens (leveraging GBA Plus tools) into its people management policies and programs to identify and address barriers. This will ensure that the DND people management is responsive, inclusive and reflective of diverse experiences and realities, with a particular attention to the life experiences of women, Indigenous Peoples, racialized people, persons with disabilities and Black people; and
• The SMSRC will ensure that all programs and services and any future expansion efforts are aligned with the GoC approach to GBA Plus. The SMSRC is committed to ensuring that knowledge and expertise of GBA Plus will continue to grow and advance in tandem with the SMSRC's organization-wide capacity.

Additional information on GBA Plus pertaining to its governance structures, human resources and planned initiatives can be found in the GBA Plus Supplementary Information Tables section of this report.

United Nations 2030 agenda for sustainable development and the UN sustainable development goals

More information on The Department of National Defence's contributions to Canada's Federal Implementation Plan on the 2030 Agenda and the FSDS can be found in the Departmental Sustainable Development Strategy.

Indigenous relations

Indigenous recruitment and retention will be incorporated in the department’s employment equity, diversity and inclusion and reconciliation plans as outstanding recommendations from the Public Service Many Voices One Mind: A Pathway to Reconciliation and the Clerk’s Call to Action forward direction.

Defence will promote Indigenous recruitment programs, pools, and inventories such as the IT Apprenticeship Program for Indigenous Peoples, Indigenous student opportunities, and the Indigenous Career Pathway. To increase success rates and engagement Defence will:

• Offer preapplication sessions to applicants who apply on Indigenous recruitment processes;
• Offer internal and external hiring processes that will contribute to promotion/retention and to increasing representation; and,
• Participate in guiding the development of staffing and HR strategies and process through departmental Indigenous Career Navigators (ICN).

At the executive-level, Defence will continue to promote the referral and hiring of Indigenous candidates for executive-level positions.

Defence Intergovernmental Affairs will advance work to strengthen relationships with Northern Indigenous governments through engagement in the Arctic and Northern Policy Framework committees in support of NORAD modernization investments occurring in the North. Defence will also continue to build an effective relationship with Inuit through participation in the Inuit Crown Partnership Committee, including implementation of the co-developed work plan for the Sovereignty, Defence and Security priority area.

Focus will also be placed on the implementation of the Inuit Nunangat Policy within DND to ensure that Inuit perspectives are considered in all activities that may affect Inuit.

The Commander of the Canadian Army will maintain their role serving as the Defence Team Champion for Indigenous Peoples and work with Commanders at all levels to help Defence incorporate Indigenous cultures and heritage.

Indigenous Summer Programs will partner with Indigenous leaders to provide a blend of military training and Indigenous culture to hundreds of First Nations, Inuit, and Métis participants through programs across Canada: Bold Eagle, Black Bear, Carcajou, and Grey Wolf. Visits with these summer programs and, establishing networks with academic institutions and organizations, are priorities to expand outreach in this area.

Program inventory

Defence Team is supported by the following programs in the program inventory:

• Recruitment;
• Individual Training and Professional Military Education;
• Total Health Care;
• Defence Team Management;
• Military Transition;
• Military Member and Family Support;
• Military History and Heritage;
• Military Law Services/Military Justice Superintendence;
• Ombudsman; and
• Cadets and Junior Canadian Rangers (Youth Program).

Supporting information on planned expenditures, human resources, and results related the DND/CAF program inventory is available on GC InfoBase.

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